All posts by squad

Create, make, sell. Sing.

 

Create, make, sell. Sing.

Berry Gordy Jr had been a professional boxer, US soldier and an unsuccessful record-shop owner.

But he found himself working in a Detroit car plant.

A monotonous job: not at all where the ambitious fledgling songwriter had pictured himself.

And during those tedious days in the Lincoln-Mercury plant, Gordy would watch the bare metal frames rolling down the line.

One after another, day after day.

As he worked, he wrote songs in his head.

A few of which he sold to Decca records.

Then he realised that the real money was in doing it for himself.

On 12 January 1959, fuelled by the encouragement of a young poet 10 years his junior one Smokey Robinson and an $800 loan from his family, Gordy set out on his own.

Turning the garage of his home on 2648 West Grand Boulevard into a recording studio.

The audacious 29-year-old affixed a sign proudly to the front of his house

'Hitsville USA'.

Launching a brand of music that combined the visceral roots of gospel and blues with pop sensibilities.

One that would appeal to mainstream pop lovers and discerning black-music lovers alike.

Arriving at the height of the civil rights movement in the early sixties, his African American-owned model of black capitalism, dropped black music into the heart of popular white culture.

Becoming an agent of social and cultural change.

Doing the same thing as Martin Luther King was doing on foot.

They knew they weren't just making music: they were making history.

Breaking down racial divides, uniting blacks and whites on previously divided dance floors.

Not just The Sound of Young America - the words proudly stamped on their record sleeves - but a worldwide phenomenon.

And they were prolific.

A 24-hour hit-making hothouse.

The songwriters would write: Smokey Robinson and the writing trio of HollandDozierHolland.

The talent would perform: Marvin Gaye, The Miracles, Martha and The Vandellas, Stevie Wonder, The Temptations, Diana Ross and The Supremes.

The in-house band would play usually the Funk Brothers, encouraged to lay down as many songs as possible in a session, because they were paid by the day.

All under one roof.

You'd turn up.

You'd do your stuff.

The songwriters would pick someone to sing their song: it might even be the person working behind the desk or a player from another band.

Just the right voice for just the right track.

Each track carefully considered prior to release, in 9am Quality Control meetings.

Songwriters and producers sometimes one and the same would pitch songs and cast votes.

If you were one minute late you wouldn't get in.

The competition was fierce, but so was the love.

Free from fear of repercussions.

Free to express themselves because of the atmosphere of safety in ideas.

The best songs won.

And were evaluated.

Chief engineer, Mike McClain, built a diminutive approximation of a tinny car radio.

Because as the people of this car manufacturing town knew only too well car after car rolled off the production line, each with a tinny-sounding radio.

And that it was on these radios that people would be listening to their music.

So they optimised their sound to suit.

Talent was managed and artists developed; trained to perform in only two places: Buckingham Palace and the White House.

Because if they could perform there, they could perform anywhere.

Records were pressed, sleeves designed, artwork printed and distribution managed.

All by the company.

Gordy, the inspirational leader, entrepreneur and talent developer, created a record label thats influenced everyone from The Beatles to hip-hop.

But his brilliance lay in where he got the inspiration for this hit-making hothouse.

He knew that looking beyond the familiar is often where innovation lies: taking an idea from one place and using it in another.

During those tedious days in the Lincoln-Mercury plant, Gordy would watch the bare metal frames rolling down the line.

One after another, day after day.

Coming off the end as brand spanking new cars.

So it struck him.

Why not an assembly line for music?

A place like a factory.

A place where a kid could walk in off the street unknown, and out the other door a star.

A place where talent would be honed and polished to the extent that theyd even be taught how to stand and sit.

A place like a factory, but more collaborative.

Avoiding the pitfalls of uniform consistency, but with the momentum of unrivalled continuity.

Taking an unrelenting manufacturing process, known as Fordism by many, but fusing it with genuine creativity and expression.

Producing songwriters as distinctive as the artists they produced.

Nurturing not just the creative talent, but engineers and corporate executives too.

Adept in the art of making things happen.

Putting the motor town of Detroit on the musical map for all time.

Motown: a portmanteau of motor and town.

And Berry Gordys philosophy

Make a good product, then make something similar and make it quick.

Sounds like its straight out of Silicon Valley.

As fresh today as it was more than fifty years ago.

Just like the music.

– DB

Who turns on the ambulance lights?

 

Who turns on the ambulance lights?

At the weekend I was driving with my three-year-old son in the car.

An ambulance tore past with its blues and twos on.

“Was that an ambulance Daddy?” came the inevitable question from the back.

“Yes,” I replied.

“Did it have its flashing lights on Daddy?”

“Yes it did,” I said.

“Who turned them on?”

Going along with it, I replied: “The ambulance driver”.

A few moments silence followed while the information was digested.

Then came the response: “How did he get on to the roof to turn them on?”

We’ve had numerous exchanges like this over the last year.

I’m sure other parents will relate to the sometimes-baffling questions.

His questions often remind me how things are only obvious because of our pre-existing knowledge.

Toddlers have no pre-existing knowledge.

In this way they’re like consumers.

As marketers we often forget how little customers know about our product or service.

But consumers are not thinking about us day-in, day-out.

To market anything successfully we have to appreciate their current knowledge.

Only by understanding this can we communicate a message that will change or develop their mindset.

This is why I’m often struck when prospective clients ask if we have experience in their category.

Obviously we need experience in our area of expertise.

But there’s often an assumption that if we have category experience we’ll do a better job.

I think the reverse is true.

Clients have so much experience in their sector that it’s sometimes hard for them to unlearn this.

A big part of our value is our naivety.

It helps us think like a consumer.

– RG

Why the Age of Long Copy Isn’t Long Gone

 

Why the Age of Long Copy Isn't Long Gone

The passing of David Abbott last year has prompted many retrospectives of his work.

I've marvelled afresh at brilliant ads like the one below.

And this

And this

Seeing these again has initiated a wave of nostalgia amongst many including myself.

It reminds many of the great work that inspired us to work in this industry.

It's also led many to bemoan the death of the long copy ad.

But if long copy ads were so good, why don't we still make them?

One common reason is the need for ads to work internationally. Clearly this type of advertising is harder to translate. The subtly and finesse of the copy would no doubt suffer in the process.

But another frequent assumption is that people don't have the time or the inclination to read long copy anymore.

Certainly it's true that people are bombarded by more marketing communications than ever before.

And it's also correct that we all process more information than ever before. We take in more than four times as much information every day as we did in 1986 the equivalent of 174 newspapers.

But if this is the case, why am I seeing more and more advertorials? Surely they're just boring long-copy ads.

And why is so much content marketing being produced? If people don't have time for a little ad, what makes us think they have time for an opinion piece?

I am being slightly flippant here and Im certainly not suggesting we all ditch content marketing in favour of a return to long-copy press ads.

My point is that we're asking for more of people's time at the very moment they have less of it to give.

What David Abbott reminds me is that we must still earn people's attention. In the relentless drive to get stuff out there, we musn't forget the need to captivate and persuade whatever the format. This in itself requires an investment of our time, which is also an increasingly scarce resource.

– RG

You Can’t Change the World with Brand Onions

You Can't Change the World with Brand Onions

We started Squad because we observed clients frustration at the disconnect between strategy and creative.

Strategists operate upstream often at boardroom, business or category level.

They gain a rich understanding of the market, competition, customer and client.

Through a mindset of relentless questioning, digging and exploring, they get to grips with the problem, which is often different to the problem the client thought they had.

This understanding gives birth to the solution.

The problem is that the outputs of the strategic process are too often PowerPoint slides, models, onions and pyramids.

These outputs do not speak to designers, copywriters, developers and content creators.

Too often, all the strategic effort gets misinterpreted, misunderstood and misused.

Thinking doesn't translate into action.

And without effective implementation, strategy is pointless.

We founded Squad because we wanted to bridge this gap.

We wanted to fuse strategy and creative.

To work with clients at a level we call before the brand.

To get to grips with the big issue, first and foremost.

To create a business where strategists and creatives work alongside each other in tandem, not in sequence.

To ensure the outputs of strategy are creative tools that can be understood and used to create change.

To treat every stage of the project as creative, so strategy becomes as imaginative as the advertising or branding.

We often talk to clients about finding their purpose or their why.

This is ours.

– DB & RG